Showing up in Mentorship Relationships
I first joined the mentorship program after moving to Alberta, with 1 year of HR experience under my belt. I was about to join a small, family run business as an HR department of 1. I felt nervous and filled with imposter syndrome when I came across the CPHR Mentorship program.
My mentor helped me build and develop the skills and confidence to master that role because we built and strengthened our relationship over time.
Fast forward 8 years and I finally felt in a place ready to give back to the community that has given so much to me, I signed up to be a mentor. I was enthusiastic about the opportunity to share and impart my wisdom and learned experiences with someone else. It felt important to me, but unfortunately, my first formal foray into mentorship was not what I expected. My protege lacked drive and initiative, they were disengaged and failed to prioritize the relationship, and there were times there was no communication at all.
Being in a successful and gratifying mentorship relationship is something that takes dedication. It does not occur by happenstance, rather commitment from both parties. The output is only ever as good as the input, before we commit to a mentorship relationship, whether as a protege or mentor, it is imperative that we set a foundation. In the same way we have expectations of our colleagues or bosses in the workplace, we need to have transparency to understand what each party hopes to obtain out of the relationship, what is their goal.
So how do we create and build strong mentoring relationships?
- Communicate, be honest & transparent. This should come as no surprise, but the foundation of any good relationship is communicating, and doing so openly. When you initiate your mentorship, in your first meeting you should discuss how you want to communicate (be that text message, email, phone call), how frequently you intend on communicating and meeting, will you meet in person, or virtually? If something isn’t working, or you have an emergency that arises, it should go without saying that you need to actively communicate that with the other person.
(It’s important to note that within the CPHR Alberta Mentorship Guidelines, it is the responsibility of the Mentee to initiate and take the lead with setting up meetings and communication. ) - Do your homework. Come prepared to your meetings, time is precious and each person is taking time out of their day to participate. To ensure you get the most out of the relationship, provide your mentor with questions or problems ahead of your meeting so they have an opportunity to prepare. Most meetings you attend at work have an agenda assigned beforehand, your mentorship should be no different, at least in the beginning.
- Be respectful. Everyone gets it, life can happen, sometimes we can no longer meet our commitment, our schedule changes, however just as you would in the workplace or meeting a friend for coffee, if you won’t be attending, you need to actively communicate and let the other person know.
- Recognize privilege. This year CPHR Alberta had 113 applicants sign up to be a protege, and only 87 number of individuals to be mentors. This meant in the most recent cycle 23 % of individuals went unmatched. It’s important to realize that being part of a mentorship program is a privilege, we need to make sure we are respecting people's time, and if we aren’t valuing the experience, then we should afford others the opportunity who really do want to be there.
While my first time as a mentor may not have gone as planned, I’m still eager to get back out there and share my expertise with otherwise. One negative experience, shouldn’t keep others from benefiting from the CPHR Mentorship program.
Have a mentorship story you’d like to share? Interested in participating and learning more about the CPHR Mentorship?
Please reach out to Lynda Bergeron at
lbergeron@cphrab.ca
The views and opinions expressed in this blog post belong solely to the original author(s) and do not necessarily represent the views and opinions of CPHR Alberta.
The views and opinions expressed in this blog post belong solely to the original author(s) and do not necessarily represent the views and opinions of CPHR Alberta.
Trust is the foundation of any successful workplace, and for Indigenous employees, it is defined by historical, social, and political realities that organizations must acknowledge and understand. Building trust with Indigenous employees goes beyond basic diversity policies to a more informed and meaningful action plan towards achieving a respectful, equitable workplace and a commitment to reconciliation. According to Alberta Learning Information Service (ALIS), a commitment to building a trusting relationship between employers and Indigenous employees is not only an ethical responsibility but also creates a strategic business advantage. Human Resources and leadership play a crucial role in building this trust by intentionally integrating inclusion, trust, and accountability into all aspects of the workplace. Understanding Trust in the Indigenous Workplace Context Trust for Indigenous employees is influenced by a history of colonization, systemic discrimination, and inequities that affect employment experiences today. Data from Statistics Canada (2022) reveals that Indigenous people are more likely to experience workplace discrimination than non-Indigenous employees (15.2% versus 9.1%), and they are also less likely to remain in roles long-term, with only 32.0% reporting tenures of 10 years or more compared to 37.3% of non-Indigenous workers. Statistics like these reveal the lower levels of psychological safety that Indigenous employees feel at work. Building psychological safety for this marginalized group therefore requires HR and leadership to move from performative inclusion to more meaningful and relationship-based practices that are centered around trust, respect, and inclusion. The Role of HR and leadership in Building Trust Building trust with Indigenous employees is a shared responsibility that requires both HR and leaders to work in sync. We will discuss the roles of both parties below. 1. Mentorship Indigenous employees who are new to the workforce might be unfamiliar with systems, procedures, and expectations. A mentorship program, opportunities for leadership development or training, or a buddy system that pairs them with an employee guide and supports them throughout their first few months or longer can be beneficial for these workers. An effective mentorship program will require organizational leadership to endorse and prioritize mentorship initiatives while HR works with managers to design and implement mentorship programs that will meet each employee’s development needs. When done right, Indigenous mentorship programs can bridge the cultural gaps and create safe spaces for growth and promote psychological safety. 2. Cultural Competency and Awareness Training Cultural competency has become a critical skill in managing today’s diverse workforce and the major aim of this training is to create awareness and/or improve the understanding of various cultures and beliefs in the workplace while equipping staff with skills required to seamlessly communicate, collaborate, and respectfully work with people from different backgrounds. Leaders must champion this training and promote a culturally respectful workplace culture. HR must lead the implementation of such training, ensuring it is structured, inclusive, and embedded across the organization and engage the right facilitators. 3. Providing Support for Emotional and Mental Well-being Supporting Indigenous employee well-being is another critical responsibility. To achieve this, organizational leaders must commit to fostering a culturally safe, trauma-informed workplace that respects Indigenous traditions, prohibits discrimination, and creates environments where Indigenous employees feel safe to speak up. Clear reporting avenues and prompt action to concerns should be addressed. HR’s part in this initiative is to provide Indigenous based employee assistance programs like Indigenous-specific counselling resources, elder support, and land-based healing programs where accessible. Also, promoting a supportive workplace culture, fostering inclusive team environments where Indigenous employees feel supported and valued. 4. Integrating Cultural Inclusion in Workplace Practices This is another shared responsibility between HR and leadership. HR plays a key role in designing and formalizing cultural inclusion practices such as starting corporate events with land acknowledgments, creating space for cultural practices like smudging, supporting flexible holidays for cultural celebrations, and ensuring that Indigenous memorial events such as the National Day for Truth and Reconciliation or Aboriginal Awareness Day are celebrated. The leadership role is to reinforce these commitments to cultural inclusion by openly supporting and participating in these initiatives, which shows that the organization regards cultural inclusion as a priority. 5.Supporting Career Advancement and Fair Performance Practices Finally, HR plays a vital role in designing clear, transparent paths for advancement and working with managers to implement fair and consistent application of performance standards and employee feedback systems. Organizational leaders are responsible for supporting employee growth and development, encouraging participation in career advancement pathways, and demonstrating commitment to equity and inclusion. The following experience report offers a real-world example of how the trust-building principles outlined above can be put into practice through partnership, flexibility, and shared accountability. Experience Report: Building Trust Through an Indigenous Employment Partnership by Rike Enss In 2024, my HR team attended a career fair at Norquest College where they were approached by leaders of the Indigenous Career Centre, an external facing program of the college located right next to Norquest. The Indigenous Career Centre (ICC) connects Indigenous talent s with their employer partners. So, the conversation was two-fold, finding an employer partner that could support employment opportunities. As a company who has Indigenous Partnerships as a strategic pillar and actively connects with Indigenous communities to support each other, we were very open to connecting and hearing how we can engage. From there, many conversations and meetings were held, where we got to know each other and actively connected on what this partnership could look like, as we are mostly a seasonal employer. Most of our jobs are entry level and all one needs are 3 safety tickets. Even that could be quite a challenge for some Indigenous job seekers. But the Indigenous Career Centre was there to help, and able to financially support job seekers with getting these tickets through funding or other means. Before the whole partnership could begin, a formal Pipe Ceremony was held in February of 2025, where leaders from both sides came together to ground our relationship and affirm our intention to walk together side by side, helping each other and our job seekers. As a company, we also knew we needed to be a bit more flexible than our usual approach, and that wasn’t hard to achieve. Partnering with ICC and consistent and open feedback and communication made this possible. In the spring of 2025, my HR team was actively recruiting from ICC. We started with 6 people entering into our weeklong training that is required to work as a safety watch. Of the 6, we had 1 person remaining who started working with us, but what a shining star! Even though we weren’t successful in having the other 5 start work, we have had great experiences and gained some valuable learnings. When we started our recruitment approach in the fall, we changed our process to allow for more time to obtain tickets, provide additional support during the process, and make sure expectations were clear and set. As a result, ICC was also able to source better candidates who would be a good fit for the oil and gas industry and potentially available to be away from home. Over time, the 2 partners understood each other's needs better, and both continue to learn the other’s needs. In the fall, we ended up hiring 6 people from the ICC. This spring 2026, we successfully trained 7 people from the Indigenous Career Centre. Being able to learn from each other and grow together is a very rewarding experience as an employer. Conclusion Creating a culturally safe and supportive workplace is essential to fostering belonging and well-being for indigenous employees. When leaders and HR create a culture that listens, learns, and acts with respect, trust is achieved. An inclusive environment not only supports Indigenous employees to thrive but also improves engagement, retention, and overall workplace relationships. Trust is built through accountability, and it is important that organizations align workplace practices with Truth and Reconciliation Commission of Canada’s Calls to Action and the United Nations Declaration on the Rights of Indigenous Peoples strengthens Indigenous inclusion efforts. Organizations should track metrics like retention, engagement, and psychological safety, while incorporating Indigenous voices through lived experiences. Organization should also publish their Indigenous inclusion commitments, report on their progress, and be honest when they fall short. Finally, acknowledging the long-term organizational risks of failing to build trust -such as reputational harm, reduced engagement, and limited talent attraction - would emphasize the strategic importance of sustained and accountable action.
Author: Deon Davidson , 2026 Social Media Committee Volunteer The evening began with laughter, conversation, and both familiar and new faces connecting during cocktail hour, while the sound of a talented violinist created the perfect atmosphere for the night ahead. But as the night went on, it became clear that the CPHR Alberta Member Recognition Gala was about much more than dressing up, enjoying a three-course meal, or taking photos. It was a celebration of the people who continue to shape and strengthen the HR profession across Alberta. From new professionals earning their CPHR designation to volunteers dedicating their time behind the scenes, the evening highlighted the power of leadership, service, and community within HR. The event also recognized the sponsors whose support helped make the celebration possible and brought the HR community together for such a memorable evening. The atmosphere throughout the night reflected something HR professionals work hard to create every day: recognition. But how often do HR professionals get recognized themselves? This evening was for that. Celebrating the People Behind the Profession The main highlight of the evening was the celebration of nominated HR professionals from across Alberta our jurisdiction, Alberta, Northwest Territories and Nunavut , whose leadership, service, and contributions have made a lasting impact on workplaces, organizations, and the profession as a whole. Another highlight was the recognition of new CPHR members. Becoming a CPHR takes commitment, hard work, and dedication to the profession. As new members stood to be recognized, the room celebrated not only their achievement, but also the future of HR leadership in Alberta. The evening also recognized volunteers who continue to support and grow the HR community. Many of these individuals spend countless hours helping behind the scenes, often without expecting recognition in return. How often do we stop to celebrate the people who help build stronger workplaces and stronger professional communities? The applause throughout the evening showed just how much their contributions matter. More Than Networking Between courses, conversations filled the room as HR professionals, students and leaders connected with one another. Some shared career advice. Others reflected on their HR journeys. Many simply enjoyed the chance to connect and celebrate with one another. Events like the Member Recognition Gala remind us that HR is more than just recruitment, policies, and procedures. It’s about what many HR professionals learnt when entering the career: it’s about people. For students and emerging HR professionals, the evening was also inspiring. Seeing experienced leaders recognized for their impact showed what is possible through service, leadership, and dedication. What can happen when professionals take time to celebrate each other instead of only focusing on deadlines, challenges, and busy schedules? The gala answered that question clearly: stronger connections, meaningful conversations, and a greater sense of community. A Standing Ovation That Captured the Spirit of the Evening As the evening came to a close, attendees experienced one of the most powerful moments of the night: the presentation of an award to a newly appointed Fellow CPHR. After a heartfelt speech, the room rose to its feet in a standing ovation. It was more than applause. It was a moment of respect, appreciation, and gratitude for someone whose contributions made a lasting impact on the profession and the people around them. The standing ovation captured the spirit of the entire evening. It showed the importance of recognizing people not only for what they achieve, but for how they help others grow along the way. How often do workplaces take the time to truly celebrate the people making a difference? Looking Ahead: Why You Won’t Want to Miss Next Year’s Gala The Member Recognition Gala was more than an award ceremony or a chance to dress up for the evening. It was a reminder of the power of recognition, community, and connection within the HR profession. For those who attended, the evening brought memorable conversations, inspiring moments, and a renewed appreciation for the people behind the profession. For those considering attending in the future, next year’s gala promises another opportunity to connect, celebrate, and be inspired by the individuals who help shape the future of HR in Alberta. So, start preparing now for next year’s celebration, whether that means growing your network, getting more involved in the HR community, supporting others in the profession, or even working toward your own CPHR designation. The next gala will be another opportunity to celebrate the people making a difference across Alberta’s workplaces and communities. Because sometimes the most meaningful moments happen when the people who spend their careers supporting others finally get celebrated themselves.
Author: Nidhi Gandhi , 2026 Social Media Committee Volunteer Motherhood is often described as the world’s most demanding job, yet it rarely comes with a job description, a performance review, or a manual. It is a profound and often relentless act of stewardship that asks us to be an anchor, a strategist, and a source of support, sometimes all at once. For modern HR executives, this reality carries added complexity. Our professional lives are spent navigating organizational health, talent development, and culture. We shape workplace policies, advocate for employee well‑being, and bring the people perspective to the leadership table. When we step into the dual role of executive and mother, we aren’t simply balancing two lives; we are bringing together two complementary skill sets. As Deni Ruiz, Executive Director of People and Culture at Keyano College, explains: “In my role, I balance strategy with humanity, supporting leaders and employees, navigating change and complexity, and making tough decisions when needed. I am supported by an amazing team of professionals who care deeply for our colleagues, the College, and the community.” Being both an executive and a mother means showing up focused in the boardroom while also being a safe harbor at home. It requires constant recalibration and a willingness to redefine what success looks like at different stages of life. It also reinforces an important truth: empathy is not just a personal quality, it is a leadership asset. When we asked Deni how she transitions from mom mode to executive mode, she shared: “It’s less of a flip of a switch and more of a recalibration. I go from solving activities, snack logistics, and figuring out the root cause of meltdowns, to solving organizational challenges and understanding what motivates and engages people in the workplace. But at the core, both roles are about supporting people and making good, informed decisions, just at different complexity levels. A deep breath, a chai latte, and I’m in an executive mode. What I find a bit more challenging is transitioning back to ‘mom mode’ at the end of a long, busy day.” In this conversation, we look beyond titles to discuss the realities of nurturing a high‑level career while raising the next generation. Whether you are climbing the ladder, building a team, or navigating your own career path, this dialogue offers both reflection and reassurance that your path can evolve, and that is okay. How has motherhood shaped your approach to HR policies? Does it change how you view things like flexible work, benefits, or performance management? Motherhood has deepened my understanding of how policies land in real life. It’s made me more attuned to what employees are balancing outside of work, including growing demands related to child care, elder care, and mental health. That perspective has strengthened my support for flexible and inclusive workplaces, not as perks, but as tools for retention, productivity, and respect. Being a mom hasn’t lowered performance expectations; it has clarified how we enable people to meet them by recognizing the realities that shape today’s workforce and equipping leaders to respond thoughtfully. What is the most rewarding “full circle” moment you’ve had where your professional role and motherhood intersected? There are moments when I’m coaching my kids on family values, goal setting, or how to navigate conflict with their sibling, and other moments when I’m coaching leaders through difficult workplace conversations or career development decisions. I’ve realized I draw on the same patience, clarity, and empathy in both settings. Seeing those conversations handled well, and knowing they positively affect someone’s experience at work, feels like a true intersection of both roles. Just as each child is different, even within the same family, employees experience work differently. Understanding those realities helps build alignment and trust. What advice would you give to a mid ‑ career HR professional who is hesitant to pursue an executive role because they fear it will compromise their family life? It’s a valid concern. Executive roles come with more responsibility and mental load, but they also offer greater autonomy to shape how and when you work. The key is being intentional. Be clear on your non‑negotiables, choose organizations whose values align with yours, and remember that strong leadership includes modeling sustainable ways of working, not constant availability. If you could give a Mother’s Day gift to working moms, aside from a day off, what would it be? I’d give them the freedom to be genuine and true flexibility, the kind that is trusted, consistent, and free from career trade‑offs. When people don’t have to choose between being present at home and being seen as committed at work, that’s where working moms can truly thrive. The idea of perfect work‑life balance is overrated. Priorities shift over time, and only you and your family know what the right combination looks like in any given season. Deni’s journey reminds us that senior leadership and motherhood are not competing forces to be managed, but complementary roles that strengthen one another. The empathy cultivated at home makes us better leaders, just as strategic thinking at work helps us build stronger foundations for our families. As we celebrate Mother’s Day, let this conversation prompt reflection. You do not have to choose between being a successful professional and a present, nurturing parent. You can be both, and you can lead through both.
